Strategic Market Leadership

Charter Construction is a full service general contractor serving the Pacific Northwest for over thirty years. With offices in Seattle and Portland, Charter Construction provides the following services:

In previous weeks, I have explored three primary responsibilities of leadership that we keep in mind when establishing a leadership setting to which the emerging millennial generation will respond (read introduction here).

To provide a focus, I narrowed the scope of what is required of leaders to best serve those they lead – including millennial team-members, as proposed by my friend and world-class leader Mike.

Last week I began to explore what every leader can do, at a minimum, to lead millennials in the context of also leading the entire team (click to read). As a practical matter, I began by simplifying the essential role of leadership into three core requirements in fulfilling our responsibility to those under our authority: to lead, to provide, and to protect.

In previous weeks, I have explored several characteristics that may be helpful in establishing a leadership setting to which the emerging millennial generation will respond (click here to read). Over the next few weeks I will look at what every leader can do, at a minimum, to lead the entire team while incorporating the specific insights listed above regarding leadership of millennials.

In the previous series, I explored several characteristics that may be helpful in establishing a leadership setting to which the emerging millennial generation will respond. The following, as a reminder, is a list of those observations with corresponding links to each topic:

In an ongoing series, I have been exploring some of the distinctives that may be helpful in establishing a leadership setting to which the emerging millennial generation will respond. Along the way I have looked at a number of the leadership and work-place attributes considered attractive to millennials. The following is a list of these observations with corresponding links to each topic:

Millennials are the 54 million adult Americans aged between 18 and 34 in 2015 and now make up one third of the American workforce, the largest generation at work. That is why for the past few weeks I have taken time to review some observations for consideration by those who lead workers in this age bracket (click here to read past articles).

This week I am looking at the way in which millennial workers value corporate transparency.

Over the past few weeks I have taken some time to explore some of the attributes that may help leaders facing the emergence from millennial generation as they enter the workforce (click to read). Along the trail, I have looked at several of the attributes considered attractive to millennials. Added to the list this week is the need to provide a clear path for career advancement.